- Title page
- Executive summary
- Staff numbers
- Employment characteristics
- Sector pay movement
- Salary and performance payments
- Gender pay gaps
- Pay gaps for ethnic groups
- Skills supply and demand
- Appendix 1: Full-time Equivalent Number of Employees, 2004-2006
- Appendix 2: Collective Bargaining and Employment Term - June 2006
Skills supply and demand
Departments were asked for information on factors affecting the supply and demand for skills. Their responses included comments on whether positions were difficult to fill because of general skill shortages in the labour market or recruitment difficulties specific to their department. They also described skill gaps among current staff and other factors affecting their future capability.
Five or more departments reported skill shortages in the following areas or roles: policy analyst/senior policy analyst, information technology, human resources, administration, and finance and accounting. As in previous years, policy analysts and senior policy analysts were the occupation most frequently mentioned. Methods described for dealing with these skill shortages included developing internal capability, recruiting from overseas, and hiring at a lower level with a view to developing the appointee.
Remuneration was cited as the main factor causing recruitment difficulties, as it has been in previous years. Other factors cited included negative perceptions of the organisation, and less than optimal skills and experience among candidates applying for positions. Also mentioned was the difficulty of recruiting specialists, reflecting either their international scarcity or scarcity outside the main centres. The main strategies departments used to deal with their recruitment difficulties included: recruiting at a lower level and up-skilling the appointee; increasing the salary offered (or paying allowances); using recruitment agencies; using continuous advertising: and actively promoting their organisation. Other strategies mentioned included reviewing salary ranges and the expectations of the job or using contractors.
The skill gaps most commonly reported for current staff included skills in management, project management, specialised IT and policy analysis. Enhanced staff development was the main strategy used to address these skill gaps.
Factors departments saw as affecting their future capability included the ability to set pay at market rates, an ageing population, low unemployment rates, and a tight labour market affecting the supply of people with the required skill set. Some reported that they were finding it a challenge to keep up with training and development for their specialist staff, particularly in the fast changing IT area.